An HR professionals needs to retain talented and well-performing candidates. It is an important work of an HR to recognize and reward the real performers as the market competitiveness is growing and that needs more collaborated efforts to establish loyalty among employees.
What do you think can be done to ensure their commitment in your organization?
From India, Bengaluru
What do you think can be done to ensure their commitment in your organization?
From India, Bengaluru
Dear Anonymous,
The first statement of your post reads "An HR professionals needs to retain talented and well-performing candidates". Here one needs to understand how the performance is measured? On what parameters it is measured? Is it measured what deserves to be measured? Are measures customised? Is performance measured accurately? Sans this data, it is difficult to say whether an employee is really "well-performing" or not.
Those whose score is 85% or more needs a special attention. They need special training courses. For this company needs to loosen its purse strings. To augment their knowledge and skills, it is better if the company does not show its stinginess as usual.
Your confusion on performance, loyalty and commitment: - It appears that you have confused in these concepts. A well-performing employee may not be loyal. On the contrary, an under-performing employee could be loyal. Going further a loyal employee may not be committed. Most of the time, loyalty is towards a person. On the contrary, commitment is towards organisation's values, personal values or to the job itself. To build commitment, leadership has to be committed towards mission, vision and values of the organisation. Many times, while showing business expediency, leadership gives short shrift to the the organisation's values. These leaders have no right to expect commitment from their employees.
High-level Performance: - To answer the questions asked in the paragraph 1 above of this post, it is important to establish a well-designed Performance Management System (PMS) in the organisation. Otherwise it is difficult to measure the performance accurately.
Thanks,
Dinesh Divekar
From India, Bangalore
7884The first statement of your post reads "An HR professionals needs to retain talented and well-performing candidates". Here one needs to understand how the performance is measured? On what parameters it is measured? Is it measured what deserves to be measured? Are measures customised? Is performance measured accurately? Sans this data, it is difficult to say whether an employee is really "well-performing" or not.
Those whose score is 85% or more needs a special attention. They need special training courses. For this company needs to loosen its purse strings. To augment their knowledge and skills, it is better if the company does not show its stinginess as usual.
Your confusion on performance, loyalty and commitment: - It appears that you have confused in these concepts. A well-performing employee may not be loyal. On the contrary, an under-performing employee could be loyal. Going further a loyal employee may not be committed. Most of the time, loyalty is towards a person. On the contrary, commitment is towards organisation's values, personal values or to the job itself. To build commitment, leadership has to be committed towards mission, vision and values of the organisation. Many times, while showing business expediency, leadership gives short shrift to the the organisation's values. These leaders have no right to expect commitment from their employees.
High-level Performance: - To answer the questions asked in the paragraph 1 above of this post, it is important to establish a well-designed Performance Management System (PMS) in the organisation. Otherwise it is difficult to measure the performance accurately.
Thanks,
Dinesh Divekar
From India, Bangalore
In addition to what Mr.Dinesh said, I think loyalty particularly of star performers cannot be won by material benefits since there is always another employer waiting to offer them more but can be won by an emotional bonding.The following steps may be of help.
1) Install an effective PMS to identify the star performers as well as their aspirations.
2) Star performers are bubbling with energy and enthusiasm and therefore they need to be engaged in the growth processes of the organisation.Star performers do not like to be treated as employees but as partners in progress.Find out ways to make their job interesting by offering projects that allow innovation. Give them the leadership role by granting them freedom to take decisions and think of strategies. A sense of ownership will always engage them.
3) Find out whether non-monitory incentives like work-life balance or flexi hours of work or providing accommodation near their office(if you can) can be more attractive for them
4) Recognise and reward them for their performance.
Hope this helps.
B.Saikumar
Navi Mubai
From India, Mumbai
1) Install an effective PMS to identify the star performers as well as their aspirations.
2) Star performers are bubbling with energy and enthusiasm and therefore they need to be engaged in the growth processes of the organisation.Star performers do not like to be treated as employees but as partners in progress.Find out ways to make their job interesting by offering projects that allow innovation. Give them the leadership role by granting them freedom to take decisions and think of strategies. A sense of ownership will always engage them.
3) Find out whether non-monitory incentives like work-life balance or flexi hours of work or providing accommodation near their office(if you can) can be more attractive for them
4) Recognise and reward them for their performance.
Hope this helps.
B.Saikumar
Navi Mubai
From India, Mumbai
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